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1 – 4 of 4Joerg Dietz, Stacey R. Fitzsimmons, Zeynep Aycan, Anne Marie Francesco, Karsten Jonsen, Joyce Osland, Sonja A. Sackmann, Hyun-Jung Lee and Nakiye A. Boyacigiller
Graduates of cross-cultural management (CCM) courses should be capable of both tackling international and cross-cultural situations and creating positive value from the diversity…
Abstract
Purpose
Graduates of cross-cultural management (CCM) courses should be capable of both tackling international and cross-cultural situations and creating positive value from the diversity inherent in these situations. Such value creation is challenging because these situations are typically complex due to differences in cultural values, traditions, social practices, and institutions, such as legal rules, coupled with variation in, for example, wealth and civil rights among stakeholders. The paper aims to discuss these issues.
Design/methodology/approach
The authors argue that a scientific mindfulness approach to teaching CCM can help students identify and leverage positive aspects of differences and thereby contribute to positive change in cross-cultural situations.
Findings
Scientific mindfulness combines mindfulness and scientific thinking with the explicit goal to drive positive change in the world.
Originality/value
The authors explain how the action principles of scientific mindfulness enable learners to build positive value from cultural diversity. The authors then describe how to enact these principles in the context of CCM education.
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Keywords
Nancy J. Adler, Laura W. Brody and Joyce S. Osland
Makes the case that companies intending to become globally competitive must recruit and develop the most talented people, men and women. Describes the experience of one company in…
Abstract
Makes the case that companies intending to become globally competitive must recruit and develop the most talented people, men and women. Describes the experience of one company in developing women for global leadership positions. Shows how this initiative integrated organizational development, team and network building and individual leadership development.
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This paper aims to report on the IFSAM (International Federation of Scholarly Associations of Management) 2012 conference, held in Limerick, Ireland, on 26‐30 June 2012.
Abstract
Purpose
This paper aims to report on the IFSAM (International Federation of Scholarly Associations of Management) 2012 conference, held in Limerick, Ireland, on 26‐30 June 2012.
Design/methodology/approach
The paper summarizes the conference, including keynote presentations and conference sessions.
Findings
The author concludes that the conference was a very enriching and rewarding experience, and allowed participants and experts every opportunity to create an interpretive environment for learning.
Originality/value
This paper provides a detailed report and summary of the IFSAM (International Federation of Scholarly Associations of Management) 2012 conference.
Details
Keywords
This paper claims that global corporations should rethink the concept of cultural control, which relies on an implicit culture, corporate culture, for the control of local…
Abstract
This paper claims that global corporations should rethink the concept of cultural control, which relies on an implicit culture, corporate culture, for the control of local managersș thoughts and behavior. Instead, based on hybridizations of corporate and local management cultures created through personal socialization conducted by Swedish and American corporations in local offices in Thailand and Mexico, the paper offers a perspective for cultural control that views and understands cultures in terms of change and hybridizations.